Medical healthPolicy deployment in the area of 2026 - manxiang army
In 2026, the two national meetings were held as scheduled and as a key event in the year of the beginning of the fifteenth anniversary, the deployment of policies in the field of health care was at the top of the nation's population's agenda, in particular the “windmarks” and “work plans” for the quality development of hospitals at all levels. Public hospitals are currently facing the severe test of the “washing of cards era”, with some suffering from salary arrears, losses and even bankruptcy, as well as uneven distribution of quality health care resources, insufficient supply of human resources and lagging operating models。
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The focus of the 2026 sessions on health policy:
Hit the hospital a little bit
According to official and authoritative media reports, the central focus of the two national policies in the field of health care in 2026 was closely centred on hospital operations, clinical consultations and the development of rooms, both as a national human deployment and as a “key” to breaking the current difficulties of hospitals and promoting quality development。
(i)Primary careCapacity enhancement (“fully base”)
The central policy direction is to clarify the division of functions between hospitals at all levels, strengthen grass-roots capacity, activate the value of the level ii hospital hub, focus on the core functions of the level iii hospital, improve referral mechanisms, crack down on the “winch effect” and promote the formation of a `basic first, two-way, slow-distribution, upper- and lower-level linkages' typologies, promote the quality of medical services and reduce the pressure on hospitals at all levels to operate。
This policy is a direct response to the current contradiction between overloading of patients in level iii hospitals in the health care system and the idle use of resources in primary hospitals. Through a clear division of functions, level iii hospitals will focus on treatment for serious and suspected illnesses, level ii hospitals will assume the function of regional health hubs, primary hospitals will be better equipped for the treatment and health management of common and chronic diseases, thus optimizing the allocation of medical resources and reducing the operating burden of hospitals at all levels。
(ii) optimization of the tiered system
• to strengthen the basic health-care infrastructure by strengthening the basic health-care infrastructure, strengthening the supply of basic health-care facilities, reducing resources to the grass-roots level and strengthening the health-care system。
For too long, the lack of resources for primary health care has led to an influx of patients to large hospitals, resulting not only in overcrowding but also in shortages of secondary hospitals. The policy establishes a virtuous medical service cycle by upgrading the capacity of primary care services to attract patients to primary care, and by establishing smooth referral mechanisms for secondary hospitals to receive patients referred to primary care。
(iii) increased reform of health insurance payments
The reform of health insurance payments is aimed at regulating hospital treatment and fee-paying practices, helping hospitals adapt to the drg/dip 2. 0 reform, optimizing access to innovative medicines and the balance of health-care treatment, strengthening health-care fund supervision, and achieving healthy interaction between health care and hospitals, both to reduce the burden of access to health care and to guarantee reasonable returns to hospitals。
The introduction of the drg/dip fee system requires hospitals to focus more on the reasonableness and cost control of treatment and to avoid over-medicalization. At the same time, access to innovative medicines and the optimization of health-care treatment have allowed patients to use more good medicines and have provided more options for clinical treatment in hospitals, while the strengthening of health-care fund supervision has ensured rational use of health-care funds and maintained the balance between health-care and hospital care。
(iv) development of innovation in chinese medicine transmission
Strengthening chinese medicine transmission and innovation, optimizing the chinese medicine management model, strengthening chinese and western medicine synergy and skills development, promoting the integration of chinese medicine into all aspects of health services, upgrading the capacity of chinese medicine services, and helping hospitals to develop spaces for development and create competitive differential advantages. Chinese medicine has a unique advantage in the country's health system, and by promoting innovation in the transmission of chinese medicine, hospitals can open specialty units for chinese medicine, provide a combination of chinese and western medicine services and meet the diverse medical needs of patients, while at the same time creating unique brand advantages in the fierce competition for the medical market。
(v) health services for key populations
Focusing on the “old and young” population and the priority population for childbearing, improving the system of care, maternity support and health services for the elderly, strengthening the management of health care for the priority population, promoting the development and provision of services in hospitals, and carrying out public-interest tasks, while expanding services and improving their quality. As population ageing increases and fertility policies are adjusted, the demand for “old and small” health services grows. Hospitals provide specialized health management and medical services through the strengthening of relevant units, such as geriatrics, paediatrics, gynaecology and obstetrics, so that they can carry out their public good mission, expand their areas of service and increase their income from hospital operations。
(vi) secession of medical resources and intellectual empowerment
To promote the deep integration of medical resources into the mentalization process, to improve the building of district medical sub-centres, to speed up the drop-in of intellectual hospitals and services, to regulate the application of health care in ai, to improve the efficiency and accessibility of medical services, and to alleviate the difficulties of unequal medical resources and inefficient operation of hospitals, and to contribute to the high-quality development of hospitals. The application of digital intellectual technology can break geographic limitations and provide access to quality medical resources for patients at the grass-roots level, while the construction of smart hospitals can optimize hospital operating processes, improve patient efficiency and reduce operating costs。
Core policy initiatives:
The division of labour among clerks, directors and heads of sections is advanced
The key to the policy is to match the actual, well-defined, implementable and accessible hospital, and to take into account the current realities of hospital operations, talent, services and management, and to clarify the core responsibilities of the secretary, director and head of section and landing initiatives to ensure that the policy dividend is translated into hospital development effectiveness。
(i) bookkeepers lead: shaping policy direction, building foundations for public goods and bringing development together
As a “leader” for hospital development, the central function is to take policy direction, position itself in a pro bono manner, harmonize resources, solve development challenges and build consensus throughout the institution。
Lead policy learning and interpretation: organization of a total of 2026 thematic studies on health policy at the mid-level and above (directors, heads of sections, etc.) throughout the institution, focusing on core policies such as reform of public hospitals, optimization of health care and human capacity-building, with a view to identifying, in the context of the interface between hospital policies, what policies can be directly located, what needs to be progressively advanced and what needs to be supported upwards, and avoiding a disconnect between policies. With regard to the policy of upgrading the capacity of primary health care, the secretary organizes an analysis of the location of hospitals in a hierarchical system, identifying the functions to be performed by hospitals and how to cooperate with primary and secondary hospitals。
Strengthening of party leadership and public-interest orientation: integrating policy requirements into the construction of hospitals, eliminating the tendency to “high-efficiency, light services”, leading to the promotion of public-interest health services, such as the organization of specialist clinics in rural areas, lectures on science, peer support to primary hospitals, and the implementation of a policy of low-quality medical resources, as well as the introduction of a “patient-centred” service concept for medical staff throughout the institution to promote patients' access to health care. Through party-building activities, a sense of responsibility and purpose of medical personnel is promoted, and public service is made a conscious hospital action。
Integrated and coordinated solutions to operational difficulties: leading the transition to higher-level health, finance and policy support in the areas of hospital losses, salary arrears and high levels of debt; coordinated efforts to optimize the hospital operating model, coordinate the operation of clinics, curb unreasonable medical cost increases, promote income structural transformation and ensure the sustainable operation of hospitals. For example, the secretary can organize operational optimization teams to provide a comprehensive overview of hospital expenditures and reduce non-essential costs, while actively seeking financial subsidies to ease the financial pressure on hospitals。
(ii) president-led: focus on operational management to drive policy down and enhance core effectiveness
As “managers” of hospital operations, the central function is to translate policies into specific hospital management systems, optimize operating processes, solve practical challenges and promote quality hospital development。
Optimizing hospital operation management and overcoming survival difficulties: developing a hospital operation optimization programme, reducing non-essential expenses, halting blind expansion projects and focusing on core business development, in response to the loss of disease, high debt, etc. At the same time, cost accounting and control are being strengthened, a sound cost management system is being put in place to improve the operational effectiveness of hospitals. For example, the director could lead the team in carrying out a cost analysis of the various sections of the hospital, identifying over-cost elements, and taking targeted measures to optimize and reduce operating costs。
(b) to promote health insurance payments reform: to organize a study on the content of the drg/dip 2. 0 reform, to establish a mechanism for controlling health insurance costs, to regulate clinical behaviour, to exercise reasonable control over medical expenses and to ensure that hospitals receive reasonable benefits from health insurance payments reform. At the same time, communication and coordination with the health-care sector has been strengthened to provide timely feedback on the problems encountered by hospitals in the payment of health-care coverage and to enlist the support of the health-care sector. For example, the director may set up a health-care management office, which will be responsible for the implementation of health-care policies and the control of health-care costs, conduct periodic analyses of health-care costs, adjust the programme of treatment and treatment and ensure the rational use of health-care costs。
- strengthening the human capacity: in line with the policy orientation, a programme for the development and introduction of human resources has been developed, focusing on the introduction of specialists in the fields of primary health care, chinese medicine, geriatrics and paediatrics, as well as strengthening the training and appraisal of existing medical personnel and upgrading their operational capacities and services. For example, directors can work with institutions of higher learning and scientific research to establish a training base for talent, target the professional staff needed in hospitals, and develop preferential policies to attract highly qualified personnel to hospitals。
(iii) chief of section execution: implementation of section mandates, upgrading of service capacity and branding
As the “head” of the development of the section, the core functions are to ensure that the overall deployment of the hospital is integrated into the work of the section, to upgrade the level and quality of the services of the section and to create a brand of the unit。
Response to policy demands, optimization of services: based on policy points of view, optimization of clinical processes and service content in the section, in conjunction with actual unit performance. For example, with regard to the policy on capacity-building in primary care, the clinical unit will strengthen its cooperation with primary hospitals, establish a two-way referral mechanism and provide technical support and operational guidance to primary hospitals, and with regard to the policy on innovative policies for the management of chinese medicine, chinese medicine will strengthen the promotion and application of chinese medicine-specific diagnostic techniques and the development of co-medicine services in western and central medicine。
Strengthen discipline building and enhance core competitiveness: in the context of policy orientation, strengthen discipline building and foster discipline identity and advantages. For example, under the policy on health services for key population groups, geriatric departments can strengthen the treatment and research of chronic diseases in old age, run health management clinics for the elderly and provide individualized health services; paediatrics can enhance prevention and treatment of childhood illnesses, develop child health programmes and increase the impact of the clinics。
Strengthening team management and efficiency: strengthening team-building in sections, establishing a sound performance appraisal mechanism and mobilizing the motivation and initiative of medical personnel. At the same time, communication and collaboration within the section has been strengthened to improve the efficiency and quality of its work. For example, heads of sections can organize regular section meetings to communicate hospital policies and deployments, understand the work needs and difficulties of medical personnel, resolve problems in a timely manner and create a working atmosphere of solidarity and collaboration。
“the two-tier national medical policy of 2026 provides direction for the development of hospitals at all levels and provides a unique opportunity to solve their current difficulties.” at the same time, the manxiang jun, who is the coordinator of the national study of china's state of the country, has indicated that the hospital secretary, director and head of department are responsible for their duties, working closely together to translate policy requirements into practical action to promote high-quality hospital development。
It stated that “in the process of setting the policy on the ground, the public interest must always be maintained, the patient must be at the centre, the quality of medical services must constantly be improved and the health and well-being of the population must be enhanced”
Policy deployment in the field of health -- manxiang army
